CEO coach

Our Coaching and Accountability Solutions Receive National Media Attention in India

Dynamic Results has been delivering accountability programs, executive coaching, and strategic planning services since 2003 . . . In 2010 we opened an office in India.

Although the Western world is well acquainted with the benefits of partnering with a professional development organization, this is not yet the case in the East. There, our industry is less mature, and many potential clients are unacquainted with what we do and how we do it. This makes it challenging to create discussions about the benefits of working with us.

With that background, you will understand how pleased we are to announce that India’s leading business magazine Businessworld recently featured Dynamic Results and our India Managing Director Christopher Doyle, as industry leaders in executive development. Using our accountability method, Chris and our team are leading executive and organizational change in a variety of successful organizations.

Introduction: Meet the CEO Coaches

But who are these people who make the CEOs what they are or what they want to be — confident, assured, poised? Meet the CEO coaches. They are impartial observers who push the CEOs to exploit their potential. They don’t pass judgements; only point out strengths and weaknesses. They help others understand how things can be done differently. Ask them what they do and their most common reply is: “Hold up the mirror to the CEO.” Their guiding principle is: “Ask, don’t tell.” They help the CEOs understand problems rather than give solutions. By asking open-ended questions they facilitate the process of self-discovery and self-motivation.

Begin Reading The Article:

To Be Or Not To Be Coached

“Though a new phenomena by that name now, CEO coaching has existed in India for the past 30-40 years,” says [Gopal] Shrikanth. Earlier, there were strategic advisors who were essentially management gurus and expat professors who, having spent their formative years in India, would combine a trip to India once or twice a year with some professional linkup with their former batchmates. One of the reasons behind asking for external help is age. CEOs today are no longer old men who have spent decades in the industry and learnt through experience. Instead, they are young, mostly in early-to-mid 40s, have all the right degrees and management jargon to spew, full of energy and positive attitude, but often lack the sheer gravitas needed to make the cut. Moreover, expatriates posted in India as well as Indians dealing with foreign bosses now need to understand a lot of cross-cultural nuances.

Read More or buy the book today!

As always, we welcome your comments. Join us on facebook to share your experiences or email us at [email protected].

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